Welch repeats himself purposely. “In leadership you have to exaggerate every statement you make. You’ve got to repeat it a thousand times. . . . Overstatements are needed to move a large organization.”^[4] Welch is careful to point out that you need to back up the overstatements with action. For example, when he spoke of getting rid of people who achieved but in the process trampled on other people, he meant it, and those people were systematically rooted out of the organization.^[5]

An additional method for getting buy-in is to give the audience a reason to believe. Welch tells the story of the time he asked people to cut travel expenses by 30 percent. To forestall a backlash, Welch wrapped the message in the context of integrating work and life. “Look, you’ve [managers] been telling me your biggest problem is that you don’t see your families enough. Now you’re going to be seeing your families 30% more.”^[6] Linking the leadership message to a strategy, or, better yet, an individual benefit, helps overcome resistance. Such linkage may require some clever thinking, but as Welch showed time and again, it is essential to ensuring buy-in and uniting people for a common cause.

Welch has said that a CEO’s greatest failing is “being the last to know.”^[7] A leader who never hears bad news is hopelessly out of touch. Welch made a point of surrounding himself with people whom he referred to as “business soul mates.” These were individuals who could be counted on to give him the straight scoop on the issues. Another way Welch stayed tuned to the organization was by asking questions, sometimes for hours on end, until he learned what he needed to know.^[8]

Taken From : Great Communication Secrets of Great Leaders

On the simplest level, audiences expect a presenter to show up on time and finish on time. Most speakers have no problem with the first part; it is the second part that can be troublesome. If you are asked to speak for 15 or 20 minutes, aim for 18 minutes. The audience will love you for it. I have yet to hear an audience complain that a speech was too short, but I have heard plenty of complaints about presentations that seemed to go on forever.

Keep in mind that you are speaking at the pleasure of the audience, not your pleasure. People can get up and leave at any time. Most of them will not do so, but they always have that option. Bill Veeck used public speaking as a tool to drum up interest in his ballclubs; he would speak anywhere anytime if he thought it would help sell tickets. But Veeck didn’t just show up; as a natural raconteur, he provided entertainment in the form of great stories, often at his own expense.

Audiences expect presenters to be prepared. If you are a salesperson, know your product or service better than you know the floor plan of your house. Likewise, if you are a guest speaker, be current on your topic. Know of what you speak. Keep in mind how prepared Colin Powell is when he gives a briefing; he knows the facts cold. The same is true of Rudy Giuliani. They are leaders who know the issues and can speak to them.

Audiences expect presenters to talk to them, not at them. If you are delivering a call to action, invite the audience members in. Don’t order them to act. If you are preaching a message, speak as a member of the congregation, a sinner like all the rest of us, not as some anointed prophet. To paraphrase an old saying, “You will attract more followers with an acknowledgement of personal weakness than with an attitude of self-righteousness.” One of the most saintly humans of modern times, Mother Teresa, never spoke of what she was doing for others; instead, she always invited people to share in the work that needed to be done for others.

And finally, audiences expect messages that are in tune with their wants and needs. Salespeople need to meet this expectation exactly. Others, however, can deviate somewhat. Often the presenter must deliver a tough message about hard issues, e.g., a corrective measure, a quest for improvement, or the big one-the need for change. Messages like this make us feel uncomfortable, so it is up to the presenter to find a way to make the message amenable without changing its content. A sure way to do this is to appeal, as Washington did, to a shared past and an attitude that “we are all in this together.”

It is necessary to point out the difference between relating to the issues and pandering to the issues. Relating implies empathy; pandering implies playing to. For example, when Lyndon Johnson spoke about his plans for the Great Society, he touched upon his experiences as a poor boy growing up in Texas. He said he understood what it meant to have very little and how important government assistance was to those who had nothing. His themes related to the themes of those he was trying to persuade. By contrast, Joseph McCarthy stirred Americans’ fears of communism by playing to their baser instincts of hatred and exclusionism. He lowered the level of debate rather than elevating it.

When you relate to an audience, you do not need to tell it what it wants to hear. You strive for the truth, but you present it in a way that is credible and understandable. At the same time, you need to avoid preaching or talking down to the audience. Both can be equally irritating to an audience.

Taken From : Great Communication Secrets of Great Leaders

Drucker devotes a chapter to managerial communications in Management: Tasks, Responsibilities, Practices. He draws a distinction between information and communication. Information is data-”formal” and “logical.” Communications is perception-how we interpret the data. Communications then becomes, as Drucker says, “the mode of an organization,” meaning how the organization uses communications to function. Commands (e.g., information) flow downward, but genuine communications (perception) stands apart from hierarchy; it is peer to peer or person to person.

In The Concept of the Corporation, Drucker writes that “Management is the organ of institutions, the organ that converts a mob into an organization, and human efforts into performance.” For Drucker, it is management that tames the wild beast of anarchy and enables people working together to achieve great results. And it is Drucker’s words and teachings that have made the topic accessible to generations of managers.

Leadership Communications Lessons

• Draw analogies. Make use of metaphors and parables. Drucker is forever sprinkling his texts with artful images and little stories.
• Illustrate with historical references. Reading Drucker is reading history. Whether he is citing the ancients in Greece or China or making reference to modern Europe, Drucker uses historical references to place his lessons in the context of history.
• Share the learning. Teach what you know. Drucker is a teacher; he wants people to share his ideas.
• Admit mistakes. Unlike some academics, Drucker admits his mistakes. He underestimated the role of behavior in management until he read Maslow. As a result, he changed his point of view and in the process made his lessons more instructive.
• Live your message. Looking at the whole of Drucker’s writings, we can discern consistency and constancy in his messages. Again and again he pleads the case for the besieged manager, always trying to show him or her a better way.

Taken From : Great Communication Secrets of Great Leaders

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